Conflict perspectives across intrapsychic, interpersonal, and group contexts

¶ … narrative form, identify the similarities and differences among the three conflict perspectives. To do this, create the following two- dimensional matrix:

Conflict Perspective

Intrapsychic

Interpersonal

Group to Group

Contextual

Factor

Power

Persuasive, problem- solving ability, innovative thinking, applying external forces, seeks conflict resolution, seeks means to improve workplace environment potential (Mcfarland, 2015)

Industrious, driven, sound relationship skills, prefers collaborative problem- solving, trusting, can easy enter into conflict, may express emotions and tension readily, friction creating, competitive, although outwardly struggling to attain power, prone to jealousy (Mcfarland, 2015)

Absence of individual desire to assume independent responsibility, hard for mediators to ensure individual accountability for task- handling or results (Mcfarland, 2015)

Information

Capable of working with managing individuals or a group if conflicts of interest arise, has frank views of coworkers' negative and positive qualities, usually concentrates on hostile occurrences, resents others, rejects others' ideas or perspectives, and typically projects unfavorable images upon other people (Mcfarland, 2015)

Recognizes personal abilities, conflict may cloud effective information/data handling, processes transfer of information in the group (Mcfarland, 2015)

Friction during teamwork, competitiveness normally surfaces with one or several individuals desiring to outshine the rest and endeavoring to take control or emerge leader. Hard to get individuals to wholly accept responsibility for independent task management, emergence of erroneous assumptions, making it impossible to make the group responsible for any conflict (Mcfarland, 2015)

Matrix Application

The initial augmentation of fixing a summary of individual kinds of perspectives of conflict into the grid will be able to aid mediators in better deciding how they are to deal with different kinds of personalities; what, according to individual groups, is perceived as a positive or negative trait; the tendency of every individual or group with respect to actions or responses when conflict prevails; or how conflict perspectives taken by different individuals in case of discord. The ability of sectionalizing or brand labeling the personality characteristics of the employees of an organization ought to help employers and mediators formulate systems for dealing with different segments of individuals differently when attempting to adequately accomplish key organizational goals, within the time allotted (Mcfarland, 2015).

The chosen mediator or moderator is responsible for damping down any conflict that arises by offering unilateral guidance, infusing some degree of diplomacy, or emotionally appeasing employees in order to reach mutually acceptable resolutions among perspectives. Mediation of conflict necessitates individual understanding and acknowledgement of the difficulty of operating in all perspectives (Mcfarland, 2015). Individual instincts, genetics, physiology, social condition, development history, and environment are a few controlling factors which regulate the conflict perspectives (Kellermann, 1996).